Identify 3-4 key principles that govern human and animal behavior.

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  • Identify 3-4 key principles that govern human and animal behavior.
  • Apply these principles to your own life. (e.g. How can you see them in daily life?)
  • How do they enhance interactions between individuals and among societal groups?

The quest to fulfill our needs drives most of our behaviors. An emotion is a subjective feeling that is accompanied by physical and behavioral changes. Some emotions can feel better than others and some are more intense than others. Some examples of emotions include sadness, passion, love, disgust, pride, and anger. Did you know the complexity of our emotions is what separates humans from animals?

There are four major theories of emotions:

James Lange theory

Cannon-Bard theory

Facial-feedback theory

Schachter’s two factor theory

Motivation is a set of factors that activate, direct, and maintain behavior, usually toward a goal. There are three categories of motivational theories: biological, psychosocial, and biopsychosocial.

Motivational Theories

Biological

  • Instinct theories: Behavior is motivated by genetic survival.
  • Drive reduction theory: Motivated behavior occurs as a mean to reduce physiological imbalances and return to homeostasis (a balanced state).
  • Arousal theory: Organisms seek an optimal level of performance that maximizes their performance.

Psychosocial

  • Incentive theory: Our goals motivate us.

Biopsychosocial

  • Maslow’s Hierarchy of Needs: Lists five categories of motivated behaviors from basic to most complex. Maslow believed that we must progressively work through each level of need to reach a higher state of being. Self-actualization is the ultimate level where we reach our full potential.

Extrinsic Versus Intrinsic

Motivation can come from two places: outside and inside. Motivation that comes from the outside is called extrinsic motivation, and motivation that comes from the inside is intrinsic motivation.

Intrinsic

Intrinsic motivation fuels your interests and passions, and drives you to do the things that you really enjoy and allow you to grow as a person. Some examples of intrinsic motivation are:

  • Getting your degree in something you love.
  • Learning how to play the piano.
  • Learning how to dance salsa.

Extrinsic

Extrinsic motivation is fueled by outer rewards or threats of punishment, like buying a new outfit because you want to look good to others, earning a material reward, or studying because you don’t want to fail, not because you enjoy learning the material.

Lasting motivation only lasts when you feel it from inside (internally).

Virtualization in 2-3 pages in APA format and not plagarized

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Need paper on Virtualization in 2-3 pages in APA format and not plagarized

complete a case study of the organization you work for (use a hypothetical or “other” organization if more applicable) that will address the following prompts:

• Describe the organization’s environment, and evaluate its preparedness for virtualization.

• Explain Microsoft (or another product) licensing for virtualized environments.

• Recommend a configuration for shared storage; make sure to discuss the need for high availability and redundancy for virtualization for the organization.

• Explain Windows Azure capabilities for virtual machines and managing a hybrid cloud, including Windows Azure’s Internet as a Service (IaaS) and storage capabilities

Make a recommendation for cloud computer use in the organization, including a justification for your recommendations.

Provide a 8 pages analysis while answering the following question: Human resources management. Personal Case Study Reflection. Prepare this assignment according to the guidelines found in the APA Style Guide.

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Provide a 8 pages analysis while answering the following question: Human resources management. Personal Case Study Reflection. Prepare this assignment according to the guidelines found in the APA Style Guide. An abstract is required. Instead of hiring another architect to succeed him, the position was united with that of the SMA in an affiliate mall. Since the current SMA with expanded duties held office in another mall and only remotely communicated with Robinsland, a ‘stand-in’ was assigned with whom he could coordinate. This was Edna, who worked as technical clerk in the leasing department, a marketing group. Leasing was a logical unit to relate with the mall architects because they dealt with tenants. As junior architect, Charles’ main job was to coordinate with the tenants and conduct inspections of their units, making sure that they met the mall standards for repair and refurbishing.

As soon as Edna began her new function, friction erupted between her and Charles. Edna was heard fuming: ‘OMG, Charles, you are the reason for all my problems! You are the technical person, you should know this!’ When interviewed by the Group Manager (GM), Charles expressed that he was always stressed, and he and Edna had communication problems. Charles was demoralised and was thinking of resigning. However, the GM felt that he had great potential in the company, and wanted him to stay, also because architects were getting harder to recruit for mall operations. Issues and their causes The issues in this case are squarely within the sphere of human resources management and deal with how individuals behave in relation to each other in an organisation. There are three principal issues that surfaced. Staffing The first is the issue of staffing, which is broadly defined as “the process of determining human resource needs in an organisation and securing sufficient quantities of qualified people to fill those needs” (Caruth, et al., 2009, p. 2). Specifically in this case, the issue revolved around the assignment of duties on the basis of convenience, not capability. The facts showed that Edna acted as bridge the role of junior architect and SMA, yet was not an architect. Expanding the scope of duties of the other SMA over two malls was a mistake because the individual occupying that position cannot effectively discharge his duties particularly pertaining to Robinsland. Charles may be an architect, but as a junior he has no prerogative to decide matters that Edna knew nothing about. Organisations’ staffing policies should require that the individual possess the skills and knowledge to discharge the duties. Motivation The second issue is that of motivation, defined as “those psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal directed” (Mitchell, 1982, p. 81). In this definition, the meaning of “goal” is admitted even by experts to be ambiguous. One construct can mean “achievement goal” such as those encountered in a school or sports setting (Shah & Gardner, 2008, p. 238). In this case, however, while achievement goal may apply, it seems inadequate in explaining the cause of the conflict. Aside from the purpose of achieving the goals of their functions, Charles and Edna were also motivated by personal goals – for Charles, the fulfilment of his architectural interests, and for Edna, the need to be recognised as competent in her new job. Supervisory training It is noticeable that Edna’s designation as “technical clerk” is rank-and-file and not supervisory. A supervisor is one who is put in charge of rank-and-file personnel and is the first line of management in the organisation (McConnell, 2011).

Write a 4 pages paper on wilson, william julius. more than just race: being black and poor in the inner city.

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Write a 4 pages paper on wilson, william julius. more than just race: being black and poor in the inner city. William was the past president of the American Sociological Association, he has received 44 honor degrees, a MacArthur Prize Fellow, elected to the National Academic of Sciences, the American Academic of Arts and Sciences among others, and he is a receiver of the 1998 National Medical of Science with the highest scientific honor. He is joined with the Malcolm Wiener Center for social policy, he was an original board member of the progressive Cenury Institute and he is currently a board member of Public/Private Ventures at Philadelphia. He is an author of a great number of publications such as The Declining Significance of Race, The Truly Disadvantaged, The Work of the new Urban and one of his latest books is more than just Race: Being Black and Poor in the Inner City. He has been studying social stratification, economic inequality and the plight of poor black people for years and each of his academic productions has been given great reviews, despite the controversial nature of his theses. He is one of the America’s most influential scientists of urban poverty and inequality and he has turned into a more legible and far less disputable over his long career. In More than just race: he takes advantage of the past decades of research to formulate into a greater degree, the understanding of race and urban inequality in the United States in terms of structure and culture. In this book the author reviews his own important research over the past two decades as well as some of the most successful urban sociology of his peers to earn a persuasive argument that both institutional and systemic obstacles pertaining to culture defects that hinder the poor blacks from evading poverty and the ghetto life (Wilson 3). Despite the fact that he remains intent on exhibiting the impacts of impersonal economic forces, he ultimately shares an uncomfortable idea on the books title that attribute to basic significance to the impact of race on the intensified poverty of the inner city. Although the book emphasize on the experiences of inner city African Americans life the research is not limited to the intricacy of understanding race and racial inequality in America. The he gets deeper in the causes of racism and poverty and in his view. he says that it is the poor people’s cultures that cause poverty. He begins by differentiating the structural obstacles to black social raise from what is discerned to be cultural (Wilson, More than Just Race 3). The book creates a debate on two important factors collaborated with racial inequality: the social structure and the culture where he uses the inner city to provide additional details since it is the central focus of the structure-culture disputes. The book is clear on the reason why the structural causes are far more important than cultural since these causes break down into those that are racist and those that are impersonal thus affecting black people disproportionately (Harding, Small and Lamont 201). This argument integrates the two forms of structural forces that are the implicit and explicit established racial prejudices that are an addition to the cultural forces that form and underline racial inequality. After the prolonged discussion of how the structural and cultural factors conspire together to produce racial inequality.